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p-0767 - ANALYSIS ON INVENTORY MANAGEMENT
p-0767 - ANALYSIS ON INVENTORY MANAGEMENT
BONAFIDE CERTIFICATE
GUIDE
EXTERNAL EXAMINER
HEAD OF DEPARTMENT
ACKNOWLEDGEMENT
First and foremost, I thank the God for his substantial blessing and mercy at all stages in
the completion of the project.
I take this opportunity to express my deep sense of gratitude to SHRI N.KESAVAN,
Founder Chairman, SHRI M.DHANASEKARAN, Managing Director and
SHRI
S.V.SUGUMARAN, Vice-Chairman of our college for their good wishes for this project.
I
express
my
immense
gratitude
to
our
Principal
DR. V.S.K.VENKATACHALAPATHY for his support and encouragement for the completion
of my project.
I extend the immense gratitude to the Head of the Department MR. S.JAYAKUMAR for
his motivation, inspiration, and encouragement for the completion for my project.
The
valuable
and
unflinching
requital
support
in
this
Endeavor
MR.
K.VIJAY GANESH, Manager of Materials Planning for his help. I extend my sincere thanks and
my deep sense of gratitude to MR. L.GANESH KUMAR, Deputy Manager-Material Planning
for his kind assistance and MR. R.VISHNU PRATAP, Executive-Finance, who were also my
External Guides.
I would also like to thank all the staff of the organization for helping me directly and
indirectly to conclude this work. Last, but not the least, my heart felt gratitude to my parents,
relatives and my friends for their constant encouragement, support, help and valuable advice to
make this project a success.
ABSTRACT
Every organization needs inventory for smooth running of its activities. It serves
as a link between production and distribution processes. The investment in inventories constitutes
the most significant part of current assets/working capital in most of the undertakings. Thus, it is
very essential to have proper control and management of inventories. The purpose of inventory
management is to ensure availability of materials in sufficient quantity as and when required and
also to minimise investment in inventories. Raw materials, goods in process and finished goods
all represent various forms of inventory. Each type represents money tied up until the inventory
leaves the company as purchased products. Because of the large size of the inventories
maintained by firms, a considerable amount of funds is required to be committed to them. It is
therefore absolutely imperative to manage inventories efficiently and effectively in order to avoid
unnecessary investments. A firm neglecting the management of inventories will be jeopardizing
its long run profitability and may fail ultimately. The reduction in excessive inventories carries a
favorable impact on the companys profitability.
The study starts with an introduction to inventory management, Companys
profile, its Vision & Mission, Achievements and also the need for study, review of literature and
objectives are set out for the study. Research methodology, Data analysis & Interpretation,
Findings and Suggestions of the study follow.
One of the main areas of the project is the analysis part, where the data are
analysed & interpreted, to find out how the inventories were managed. Some of the tools used in
inventory are regarding to:
Economic Order Quantity
Safety Stock
ABC Analysis
FSN Analysis
Trend Analysis and
Inventory Turnover Ratio.
And then conclusions, limitations & scope for further study were discussed.
CONTENTS
CHAPTER
TITLES
PAGE NO.
LIST OF TABLES
LIST OF CHARTS
INTRODUCTION
15
II
REVIEW OF LITERATURE
16
III
31
IV
RESEARCH METHODOLOGY
32
34
VI
VII
VIII
CONCLUSION
49
51
52
53
54
55
LIST OF TABLES
TABLE NO.
PAGE NO.
5.1.1
34
5.2.1
SAFETY STOCK
37
5.3.1
ABC ANALYSIS
41
5.4.1
FSN ANALYSIS
44
5.5.1
45
5.5.2
INVENTORIES PERCENTAGE
46
5.6.1
48
LIST OF CHARTS
CHART NO.
PAGE NO.
5.3.1
ABC ANALYSIS
41
5.4.1
FSN ANALYSIS
44
5.5.2
TREND OF INVENTORY
47
CHAPTER-I
1.1 INTRODUCTION
Inventory control is vitally important to almost every type of business, whether product or
service oriented. Inventory control touches almost every facets if operations. A proper balance
must be struck to maintain proper inventory with the minimum financial impact on the customer.
Inventory control is the activities that maintain stock keeping items at desired levels. In
manufacturing since the focus is on physical product, inventory control focus on material control.
Inventory means physical stock of goods, which is kept in hands for smooth and
efficient running of future affairs of an organization at the minimum cost of funds blocked in
inventories. The fundamental reason for carrying inventory is that it is physically impossible and
economically impractical for each stock item to arrive exactly where it is needed, exactly when it
is needed.
Inventory management is the integrated functioning of an organization dealing with
supply of materials and allied activities in order to achieve the maximum co-ordination and
optimum expenditure on materials. Inventory control is the most important function of
inventory management and it forms the nerve center in any inventory management organization.
An Inventory Management System is an essential element in an organization. It is comprised of a
series of processes, which provide an assessment of the organizations inventory.
Whirlpool of India Limited, a fully owned by Whirlpool Inc, US, ($12 billion), a leading
global consumer durable player. Whirlpool of India limited manufactures and markets
refrigerators and washing machines. The company has diversified its product range into Air
Conditioners and Microwave Ovens. The growth in the consumer durable industry has slowed
down due to lack of demand. The year 2000 has been a bad year for the industry as the overall
growth was flat. The refrigerators registered a flat growth; washing machines saw a negative
growth while the air conditioner segment performed well exhibiting a growth rate of 20%.
Whirlpool Corporation has a management system called WES (Worldwide Excellence System)
and a value to aged performance system called HPC (High Performance Culture), which drives,
are the actions and initiatives of unit.
manufacturer and marketer of major home appliances. Today, Whirlpools global platform
provides our operations with resources and capabilities no other manufacturer can match and with
brands that consumers trust.
To sustain the productivity savings that is being achieved by our operations, they have
embedded their Operational Excellence Process - based on Six-Sigma and lean manufacturing
skills and capabilities - within each of their worldwide manufacturing facilities. The companys
global information technology organization provides Internet tools that cut the complexity and
costs of doing business for Whirlpool and its trade partners. Whirlpools unique global platform
allows the company to transfer key innovations and processes across regions and brands. Based
on the continuing success of the companys global innovation process, which began in 1999,
Whirlpool has introduced unique product innovations to consumers worldwide.
Inspired by their bold innovations and designs, increasing numbers of customers around
the globe are trusting Whirlpool to make their lives easier. More than ever before, Whirlpool
Corporation employees and brands are connecting with customers in ways that will last a
lifetime.
IMPROVING FUNCTION AND PERFORMANCE
At Whirlpool Corporation, They take pride in the quality of appliances to market and
manufacture. They are committed to building products that consumers around the world can
depend on to meet their daily needs. Their commitment to quality begins in the concept stages
and continues throughout the lifetime of the appliance. They are constantly seeking out new and
unique ways to improve the function, performance and sustainability of our products. They want
our brands to be the brands customers trust in every home everywhere.
Ancient peoples cleaned their clothes by pounding them on rocks or rubbing them with
abrasive sands and washing the dirt away in local streams. Evidence of ancient washing soap was
found at Sapo Hill in Rome, where the ashes containing the fat of sacrificial animals was used as
soap.
The earliest washing "machine" was the scrub board invented in 1797. American, James
King patented the first washing machine to use a drum in 1851, the drum made King's machine
resemble a modern machine, however it was still hand powered. In 1858, Hamilton Smith
patented the rotary washing machine. In 1874, William Blackstone of Indiana built a birthday
present for his wife. It was a machine, which removed and washed away dirt from clothes. The
first washing machines designed for use in the home. The Hurley Machine Company of Chicago,
Illinois introduced the first electric-powered washing machine (the Thor) in 1908. Alva J. Fisher
was the inventor. The machine was a drum type with a galvanized tub and an electric motor, for
which a patent was issued on Aug. 9, 1910.
The Whirlpool Corporation started in 1911 as the Upton Machine Co., founded in St.
Joseph, Michigan, to produce electric motor-driven wringer washers. US electric washing
machine sales increased after World War I, reaching 913,000 units in 1928. The main reason why
so many people bought the washing machine was because it saved people lots of time in domestic
tasks, and the result was that society's expectations for cleanliness went up.
In 1951, production of Europe's first automatic washing machines started. In 1978, the
first microchip-controlled automatic washing machines were produced. Washer design improved
markedly during the 1930s; the mechanism was now enclosed within a cabinet; more attention
was paid to electrical safety; spin dryers were introduced, to replace the dangerous power
wringers of the day.
Bendix introduced the first automatic washing machine in 1937, having applied for a
patent in the same year. General Electric introduced the first top loading automatic also in 1947.
This machine had many of the features that are incorporated into modern machines. A large
number of US manufacturers introduced competing automatic machines (mainly of the top
loading type in the late 1940s early 1950s. Several manufacturers even produced semi-automatic
machines, where the user had to intervene at one or two points in the wash cycle.
In the UK, electric washing machines did not become popular until the 1950s. The early
electric washers were single tub, wringer-type machines, automatic washing machines being
extremely expensive. During the 1960s, twin tub machines briefly became very popular, helped
by the low price of the Rolls Razor washers. In the late 1990s, the British inventor James Dyson
launched a type of washing machine with two cylinders rotating in opposite directions; which, it
is claimed, reduces the wash time and produces cleaner results; however, this machine is not
currently in production.
1978: Within a decade company doubled its feat of $1 Billion mark and reached the $2
billion revenue level.
1986: The 'Kitchen Aid' division of Hobart Corporation was purchased.
1987: Whirlpool tied-up with Sundaram Clayton Ltd. of India to form TVS Whirlpool
Ltd.
1989: This was a historic year since the revenues catapulted to heights of over $6 Billion
mark. Also, the joint venture with N.V.Philips of Netherlands called Whirlpool Europe
B.V. was formed to manufacture and market appliances in Europe.
1990: Company established joint venture with Matsushita Electric Company of Japan to
produce vacuum cleaners for the North American market.
1991: The Company introduced and committed globally to its Worldwide Excellence
System, which is a TQM program dedicated to exceeding customer expectations. The
vision to globalize 'Whirlpool Corp'. was realized in the same year.
1993: First time Whirlpool became the No.1 stand-alone brand in UK, Ireland,
Netherlands and Belgium
1995: Whirlpool Corp. acquired majority of stake in the TVS Whirlpool Ltd. The DC
manufacturing facility of Kelvinator India was also acquired.
1996: Whirlpool Washing Machines Ltd. and Kelvinator India Ltd. merged together to
form Whirlpool of India Ltd.
1998: This year gave birth to a new company vision that says, "Every Home Everywhere
with Pride, Passion & Performance."
SS Raman
K.V. Chandrasekaran
SJ Scarff
Anand Bhatia
Innovation: Unique and compelling solutions valued by our customers and aligned to our
brands create competitive advantage and differentiated shareholder value.
Customer Excellence: Excelling the customer expectation from the company, its brands,
products and services are a three-step process. The three steps are: Know a customer, Be a
customer, Serve a customer.
Knowing a customer helps us know who our customers are, how to treat them, how we
add value, and what the drivers of brand loyalty are. This information is gathered from the
customer's data base history. This way we are better able to customize products for them and
recommend the right product to solve problems. Being a customer is important to share customer
knowledge and insights, drive actions based on customer insights, be passionate about our brands
and customer loyalty and provide a positive voice for our brands. We show empathy for
customers and seek to resolve their problems by creating consistent customer touch-points, with
our endeavor always being to provide unique solutions for the customer.
1.2.7 PRODUCTION
MANUFACTURING FACILITIES IN INDIA
Whirlpool has invested heavily in its manufacturing facilities in India. While the factories
in Faridabad and Pondicherry have been upgraded to meet the exacting world class standard of
Whirlpool, the one under the construction at Ranjangaon, Pune will set the standards as one of
the worlds front runners in environmental sensitive and eco-friendly manufacturing units.
FARIDABAD
The refrigerator facilitated at Faridabad in Haryana manufactures direct cool.
Refrigerators ranging from 165 liters to 310 liters. Infusion of technology and up gradation of
machinery along with streamlining of processed has enhanced the plant capacity from 7,00,000
units to 8,50,000 units annually. Whirlpools focus at this plan in on manufacturing refrigerators
that are made to suit Indian conditions and requirements, while matching Whirlpool global
quality standard.
PUDUCHERRY
The washers facility at Puducherry on the East coast, manufacturers semi automatic and
automatic washers. Constant feedback from consumers has resulted in improved product quality
and styling, leading to an improved market share. This unit was awarded the coveted ISO 9001
certification in 1994 and ISO 14001 certification in 1996.
RANJANGAON
A state of art gallery for the manufacturers of the Global No Frost refrigerator at
Ranjangaon near Pune, this Rs. 300 crore plant built to exacting world-class standards, underlines
Whirlpools commitments to India. It has been designed in accordance with the ecological and
environmental criteria that have become such a concern in todays scenario the world over.
1.2.8 WHIRLPOOL BRANDS
Canada
Mexico
Principal Products
Air
Purifiers,
Automatic
Dryers,
Automatic
Washers,
Built-in
Ovens,
Dehumidifiers, Dishwashers, freezers, Hot Water Heaters, HVAC, Microwave Ovens, Ranges
(Gas and Electric, Freezers, Side-by-Side), Room Air Conditioners, Trash Compactors, washers.
Principal Products
Built-in Ovens, Cookers (Gas and Electric, Freestanding, Built-in and Surface Units),
Dishwashers, Dryers, Freezers (Upright and Chest), Microwave Ovens, Refrigerators (Built-in,
Combis and Side-by-Side), Washers (Front and Top Loading).
Principal Products
Freezers, Gas and Electric Ranges, Micro Ovens, Refrigerators, Room Air Conditioners,
Washers, Compressors.
1.2.9 WHIRLPOOL OF INDIA LIMITED PUDUCHERRY
Whirlpool of India Limited is a fully owned company by Whirlpool Corporation, USA
Head quarters at Benton Harbor, Michigan USA. Whirlpool Corporation is the worlds leading
manufacturers and marketer of home appliances. Washing Machines, Dryers, Dish Washers,
Refrigerators, Freezers, Cookers, Microwave Ovens, Room Air Conditioners, Small kitchen
Appliances, etc.
Whirlpool of India limited, washer unit, Puducherry was the first manufacturing venture
of the Whirlpool Corporation, USA, the worlds largest manufacturer of home appliances. In
1987, this unit was formed as a joint venture with M/s Sundaram Clayton limited, a TVS group
companies and was named as TVS Whirlpool Limited. This unit is located on a 100 acre
sprawling area manufacturing automatic and semi automatic washing machine. This unit is
certified ISO 9001 facility by UL. It has also been cleared for S mark certification from
Japanese Quality standards for Exports to Japan after our facility approval.In WOIL, washer unit
has a total of 11 departments comprising of 220 employees on the whole. Out of which 67 is
management executives and rest 153 are production operators.
The various departments in the company are
Administration Department
Finance Department
Materials Department
Production Department
Medical Department
Stores Department
Semi Automatic
Fully Automatic
Horizontal Axis
Whitemagic H 70 | 7 kg
H 65 | 6 Kg
Sensation EX | 6.5 Kg
Whitemagic S 70 | 7 kg
F-65 | 6 Kg
Sensation EM | 6.5 Kg
FP 65 | 6 Kg
Whitemagic E 65 | 6.2 Kg
FP 60 DLX | 6 Kg
Whitemagic S60-Buzz | 6 Kg
FP Splash | 5 Kg
Whitemagic SI 60 | 6.2 Kg
1.2.10 CLASSIFICATION OF WASHING MACHINE
1.2.11 ACHIEVEMENTS
Whirlpool came to India on the crest of a long trail of achievements and has since
furthered this record. By end-1999, Whirlpool became the largest selling appliance brand in the
country. A couple of years later, it also became the largest exporter of home appliances from
India. In the course of this growth and development, Whirlpool has also achieved immense brand
equity in the Indian market. Whirlpool has successfully established new rules of marketing and
branding in the home-market sector. Its rivals have adopted the new practices, but the Whirlpool
brand stands out to the extent that authoritative surveys reported it to be the most preferred brand
in refrigerators and washing machines in 2003. (Millward Brown Brand Track).
Whirlpool of India exports to more than 50 high-value markets in Asia and other parts of
the world as well. Its products are customized to the local standards and different needs of each
of these markets. These qualities of Whirlpool are exemplified in its Indian sales as well. The
company has set up a highly equipped product development centre in Pune, which provides
global design services to three other Whirlpool research and development facilities based in
Brazil, Italy and the US. Indeed, the Indian operations of Whirlpool are a very important
PROCESS ENGINEERING
DEVEOLOPMENT MANAGER
contributor to its global vision of "Being in every home, everywhere". In washer products,
Whirlpool was again the first to come out with a Combimatic a single tub semi-automatic
washing machine that did away with the hassle of shifting clothes from one tub to another.
S7
MEDICAL
MANAGER
S3
S4
S8
REGIONAL TECH.
CENTER MANAGER
S5
HUMAN RESOURCE
MANAGER
FINANCE
MANAGER
QUALITY
MANAGER
S2
PRODUCTION
MANAGER
PURCHASE
MANAGER
SENIOR MANAGER
VICE PRESIDENT
MANAGING DIRECTOR
S6
CHAPTER-II
REVIEW OF LITERATURE
2.1 MEANING OF INVENTORY
Inventory generally refers to the materials in stock. It is also called the idle resource of a
company. Inventories represent those items which are either stocked for sale or they are in the
process of manufacturing or they are in the form of materials which are yet to be utilized.
It also refers to the stockpile of the products a firm would sell in future in the normal
course of business operations and the components that make up the product.
Inventory is a detailed list of those movable items which are necessary to manufacture a
product and to maintain the equipment and machinery in good working order.
2.2 TYPES OF INVENTORIES
A manufacturing firm generally carries the following types of inventories:
Raw Materials.
Tools inventory.
Miscellaneous inventory.
Goods in transit.
Scrap Material.
To stabilize production.
The Transaction Motive which facilitates continuous production and timely execution of
sales orders.
The Precautionary Motive which necessities the holding of inventories for meeting the
unpredictable changes in demand and supplies of materials.
The Speculative Motive which induces to keep inventories for taking advantage of price
fluctuations, saving in re-ordering costs and quantity discounts etc.,.
Production cost.
Capital cost.
Ordering cost.
Carrying cost.
Shortage cost.
The main objective of inventory control is to achieve maximum efficiency in production &
sales with minimum investment in inventory.
Inventory control is a planned approach of determining what to order, when to order and
how much to order and how much to stock, so that costs associated with buying and storing are
optimal without interrupting production and sales.
2.7 BENEFITS OF INVENTORY CONTROL
The benefits of inventory control are:
Economy in purchasing.
Inventory is only created by spending money for materials and the labour and overhead to
process the materials.
Accurate sales & production schedule forecasts are essential for efficient purchasing,
handing & investment in inventory.
Management policies which are designed to effectively balance size and variety of
inventory with cost of carrying that inventory are the greatest factor in determining
inventory investment.
Control is comparative & relative, not absolute. It is exercised through people with
varying experiences and judgment rules & procedures establish a base from which the
individuals can make evaluation and decision.
With the consistent practices being followed, inventory control can become predictable
and properly related to production and sales activity.
There are two major cost associated with inventory. Procurement cost and carrying cost.
Annual procurement cost varies with the numbers of orders. This implies that the procurement
cost will be high, if the item is procured frequently in small lots. The annual procurement cost is
directly proportional to the quantity in stock. The inventory carrying cost decreases, if the
quantity ordered per order is small. The two costs are diametrically opposite to each other. The
right quantity to be ordered is one that strikes a balance between the two opposition costs. This
quantity is referred to as Economic Order Quantity.
2.11 ECONOMIC ORDER QUANTITY
MEANING
A decision about how much to order has great significance in inventory management.
The quantity to be purchased should neither be small nor big because costs of buying and
carrying materials are very high. Economic order quantity is the size of the lot to be purchased
which is economically viable. This is the quantity of materials which can be purchased at
minimum costs. Generally economic order quantity is the point at which inventory carrying costs
are equal to order costs. In determining economic order quantity it is assumed that cost of
managing inventory is made up solely of two parts i.e., ordering cost and carrying cost. The cost
relationships are shown in below figure.
FORMULA FOR CALCULATING ECONOMIC ORDER QUANTITY (EOQ)
Costs
If the level of safety stock is maintained is high, it locks up the capital and there is a
possibility of risk of obsolescence. On the other hand, if it is low, there is a risk of stock out
because of which there may be stoppage of production. When the variation in lead time is
predominant, the safety stock can be computed as:
Safety Stock = (Maximum Lead time- Normal Lead time) * Demand
SAFETY STOCK
The service level of inventory thus depends upon the level safety stocks. Large the
safety stocks, there is a lesser risk of stock out and, hence, higher service level. Sometimes higher
service levels are not desirable as they result in increase in costs, thus, fixing up a safety stock
level is critical. Using past date regarding the demand and lead time data, reliability of suppliers
and service level desired by management, safety stock can be determined with accuracy.
stock levels
2. Low safety stock
Medium
Large
3. Ordered frequently
Less frequently
Bulk ordering
Collective posting
stores
5. Weekly
Quarterly control
Minimum efforts
reports
reduce lead time
ADVANTAGES
This approach helps the manager to exercise selective control & focus his attention only
on a few items.
By exercising strict control on A class items, the materials manager is able to show the
results within a short period of time.
It results in reducer clerical costs, saves time and effort and results in better planning and
control and increased inventory turnover.
ABC analysis, thus, tries to focus and direct the effort based on the merit of the items and,
thus, becomes an effective management control tool.
Kohler defines inventory turnover as a ratio which measures the number of times a
firms average inventory is sold during a year.
A higher turnover rate indicates that the material in question is a fast moving one. A low
turnover rate, on the other hand, indicates over-investment and locking up of working capital on
undesirable items.
Inventory turnover ratio may be calculated in different ways by changing the numerator,
but keeping the same denominator. For instance, the numerator may be materials consumed, cost
of goods sold or net sales. Based on any one of these, the ratio differs from industry to industry.
Stock turnover is measured in terms of the ratio of the value of materials consumed to the
average inventory during the period. the ratio indicates the number of times the average inventory
is consumed and replenished. By diving no. of days in a yeat by turnover ratio, the number of
days for which the average inventory is held, can be ascertained.
Comparing the no. days in the case of two different materials, it is possible to know which
is fast moving & which is slow moving. On that basis, attempt may be made to reduce the
amount of capital locked up, and prevent over-stocking of slow moving items.
Net sales
Inventory turnover ratio =
Avg. inventory
No. of days in a year
Inventory velocity =
Inventory turnover ratio
2.16 A STUDY ON INVENTORY MANAGEMENT BY RAMYA
In this review Miss. RAMYA, who as done the project about Inventories at WOIL, it is
constitute the most significant part of the current assets of a large majority of companies in India.
Raw materials, goods in process and finished goods all represent various forms of inventory.
Each type represents money tied up until the inventory leaves the company as purchased
products. Because of the large size of the inventories maintained by firms, a considerable amount
of funds is required to be committed to them. It is therefore absolutely imperative to manage
inventories efficiently and effectively in order to avoid unnecessary investments. One of the most
critical and time-consuming aspects of manufacturing is managing the tasks of maintaining
sufficient amounts of materials on hand at all times. One of the main areas of the project is the
analysis part where the data obtained from the existing study is been utilized. For the analysis
part, ABC analysis was carried out. The norms were fixed for each of the inventory part taken
into account for the project. There by the inventory to be kept for the production of each model
was also arrived at.
2.17 A REPORT ON INVENTORY MANAGEMENT BY VIJAYARAMAN
In this review Mr. VIJAYARAMAN .R, who as done the project about A report Inventory
at WOIL, an Inventory Management System is an essential element in an organization. It is
comprised of a series of processes which provide an assessment of the organizations inventory.
The Inventory Management System also aids the organization in achieving its goals and
objectives with the primary focus on adding value for the customers. The management of
inventory adds value for customers (quality, speed, flexibility, and cost), and this is the primary
consideration of the Operations Management System. Inventory management is possibly one of
the richest areas of operations management, with many tools and techniques available to help
managers run their processes as effectively as possible.
In this project he made an analysis for Export Oriented Units (EOU) and fixing norms for
Coffee Maker, Coffee Grinder, Grind Mill & Micro Oven. After finishing analysis he compares
between the Suggested norms and Existing norms. He also made an analysis of Washing Machine
and their norms for different classification of Washers at WOIL. Finally he used correlation with
Statistical Tools. He also classified EOUs & Washers products with ABC Classification.
2.18 INVENTORY AS MANAGING INVENTORY BY WOLFE BAGBY
In this review Mr. WOLFE BAGBY explains inventory as Managing inventory to Meet
Profit Goals, Shortening the cash cycle, avoiding inventory shortage, Avoid excessive carrying
costs for unused inventory, Improving profitability by decreasing cash conversion, JIT.
Getting smart about inventory
When a manufacturing firm works to gain greater control over management of its
inventory, it helps to know what this means for a company. For starters, maximizing a
manufacturers cash flow and profitability includes keeping a watchful, discerning eye on
changes in supply and demand, which means simultaneously scrutinizing external factors
that might affect supply and demand.
Shortening the cash conversion cycle
Much of this can be accomplished when manufacturers update their scheduling
systems. The Web-based nature of an inventory management system allows Electronic
data interchange of projected demand and vendor requirements are transmitted throughout
the distribution network. This, in turn, keeps the networks, production and deliveries in
near real-time synchronization with the latest network inventory, forecast and actual
demand information. Another way to shorten the cash conversion cycle is to have clear
channels of communication with vendors. Still, advanced inventory management software
is nothing without a strong internal supply chain, especially when loyal employees who
want to work on behalf of the companys goals support it.
Avoiding inventory shortage
Most manufacturers recognize that supplier inventories are important. Even
though more stock means higher total costs, the alternative is often too little stock which
tends to put the brakes on operations. This means negative impact in more ways than one.
One obvious way to take precautions for avoiding inventory shortage is by using more
than one vendor in particular areas of the supply chain.
Avoid excessive carrying costs for unused inventory
Most companies need to reduce inventory in whatever way seems most
reasonable, considering the variables faced by the manufacturer. This isnt to say that
manufacturing firms will be eliminating warehousing anytime soon. But, it is important to
note that drastic reductions in inventory costs are available to most any company that
wants better control. Much of this effort deals with building collaborative relationships
with suppliers to the point where most inventory-related matters can be worked out.
Consignment inventory is another way to save inventory costs. Give someone else the
responsibility for moving inventory so it doesnt cost the manufacturer as much to hold
onto it
Improving profitability by decreasing cash conversion
Boosting financial performance is another benefit that comes from better
inventory management. In fact, a large number of manufacturers enjoy significant savings
and better performance by choosing the approach to inventory reduction that works best
for them. One vital measurement for determining how effectively a manufacturers
inventory management system is operating is referred to as inventory turnover.
Essentially, it measures how efficiently inventory moves through the organization. In fact,
manufacturing executives are told never to underestimate the importance of inventory
turns. Gaining better control over accounts receivables policies is another popularly
reported approach for using inventory to improve profitability. Depending upon the nature
of business, early or on-time payment discounts can be the incentive for moving inventory
faster.
JIT
have the SS amount when you receive shipments. Between these two average minimum and
maximum values lies your long-term average inventory.
Part II: How to Assess (evaluate) Inventory Levels?
Average Inventory can be calculated by Simplistic Method.
Most methods of accounting take the beginning inventory of a period, add it to the ending
inventory of a period, and divide by 2. This essentially provides the mathematical average for a
given month.
Avg. Inventory = (Beginning Inventory+ (Beginning Inventory + Units Produced-Units
Sold))/2
Or more simply:
Avg. Inventory = (Beginning Inventory + Ending Inventory)/2
CHAPTER-III
OBJECTIVES OF THE STUDY
PRIMARY OBJECTIVE
SECONDARY OBJECTIVE
CHAPTER-IV
RESEARCH METHODOLOGY
4.1 RESEARCH
Research is a process in which the researcher wish to find out the end result for a given
problem and thus the solution helps in future course of action. The research has been defined as
A careful investigation or enquiry especially through search for new facts in branch of
knowledge
Data are collected through personal interviews and discussion with FinanceExecutive.
2.
Data are collected through personal interviews and discussion with Material
Planning- Deputy Manager.
Secondary Sources
1.
The data are collected from the annual reports maintained by the company for the
3.
Safety Stock.
ABC Analysis.
FSN Analysis.
CHAPTER-V
DATA ANALYSIS AND INTERPRETATION
5.1 ECONOMIC ORDER QUANTITY (EOQ)
MEANING
Economic Order Quantity is the Inventory management technique for determining
optimum order quantity which is the one that minimises the total of its order and carrying costs.
TABLE 5.1.1 ECONOMIC ORDER QUANTITY
Sl. No.
Components
Demand
Per year
1.
2.
3.
4.
5.
6.
7.
8.
21,600
Re-Order Carrying
Cost/ Cost/unit
order
/year
EOQ
No. of
No. of
order
units
Ordered per year
12,200
66,272.17 30,000
5.43
6,200
17,251.09
4,000
2.78
1,700
36
3,687.82
12,000
39.05
1,700
36
3,011.09
8,000
31.88
1,700
36
4,760.95
20,000
50.41
1,700
7,141.43
2,500
4.20
1,700
8,449.85
3,500
4.97
4,700
10,075.71
1,800
2.14
9.
Heater (Chandini)
9,600
6,200
7,714.92
10.
3,60,000
6,200
47,244.05 30,000
7.62
11.
1,80,000
6,200
33,406.59 15,000
5.39
12.
42,000
6,200
16,136.91
3,500
2.60
13.
42,000
6,200
16,136.91
3,500
2.60
14.
WW Motor - Welling
90,000
6,200
18
7,874.01
7,500
11.43
15.
Splash Motor
42,000
6,200
18
5,378.97
3,500
7.81
16.
Motor - Jeamo
3,00,000
65,200
18
46,619.02 25,000
6.44
17.
Clamp tub
Suspension Spring Assly
FLT 70 (Fimstud)
66,600
10,100
25,935.69
5,550
2.57
7,200
10,000
8,485.28
600
0.85
1,800
15,400
5,264.98
150
0.34
20.
1,800
15,400
5,264.98
150
0.34
21.
3,600
8,400
5,499.09
300
0.65
22.
3,600
8,400
5,499.09
300
0.65
23.
1,800
8,400
3,888.44
150
0.46
24.
1,800
8,400
3,888.44
150
0.46
25.
Pressostat, FLT70
3,600
8,400
5,499.09
300
0.65
26.
1,800
8,900
4,002.50
150
0.45
27.
Timer T2-EC6018-FLT
Water Distribution
Actuator, FLT70
1,800
7,900
3,770.94
150
0.48
28.
21,600
16,400
18,821.26
1,800
1.15
29.
Heater Clip,FLT70
3,600
7,750
5,282.05
300
0.68
30.
3,600
84,300
17,420.68
300
0.21
7,200
9,800
8,400.00
600
0.86
32.
Bellow, FLT70
Shock Absorber Assy,
FLT70
Universal Motor Assy,
Mid&High End,FLT70
1,800
49,200
18
3,136.88
150
0.57
33.
1,800
57,200
18
3,382.31
150
0.53
34.
Window Glass,FLT70
Drain Pump, FLT
3,600
1,800
23,100
20,100
18
2
3,039.74
6,014.98
300
150
1.18
0.30
18.
19.
31.
800
1.24
35.
37.
38.
Poly V Belt,FLT70
1,800
1,700
1,749.29
150
1.03
39.
3,600
1,700
2,473.86
300
1.46
40.
SS Coil
2,40,000
52,200
18
37,309.52 20,000
36.
1,800
7,700
3,722.90
150
0.48
1,800
8,500
3,911.52
150
0.46
6.43
Components
Max. Lead
Normal
Safety
Time
Lead Time Demand Stock
1.
0.27
0.166
2.
0.27
0.166
3,60,000 37,440
48,000
4,992
3.
0.27
0.166
1,44,000 14,976
4.
0.27
0.166
5.
0.27
0.166
6.
0.27
0.166
30,000
3,120
7.
0.27
0.166
42,000
4,368
8.
Heater (WW)
0.27
0.166
21,600
2,246.4
9.
Heater (Chandini)
0.27
0.166
9,600
998.4
10.
0.27
0.166
3,60,000 37,440
11.
0.27
0.166
1,80,000 18,720
12.
0.27
0.166
42,000
4,368
13.
0.27
0.166
42,000
4,368
14.
WW Motor Welling
0.27
0.166
90,000
9,360
15.
Splash Motor
0.27
0.166
42,000
4,368
16.
Motor - Jeamo
0.27
0.166
17.
Clamp tub
0.27
0.166
66,600
6,926.4
18.
0.27
0.166
7,200
748.8
19.
0.27
0.166
1,800
187.2
20.
0.27
0.166
1,800
187.2
21.
0.27
0.166
3,600
374.4
22.
0.27
0.166
3,600
374.4
23.
0.27
0.166
1,800
187.2
24.
0.27
0.166
1,800
187.2
25.
Pressostat, FLT70
0.27
0.166
3,600
374.4
26.
Timer T2-EC6018-FLT
0.27
0.166
1,800
187.2
27.
0.27
0.166
1,800
187.2
28.
0.27
0.27
0.166
0.166
21,600
3,600
2,246.4
374.4
96,000
9,984
2,40,000 24,960
3,00,000 31,200
29.
30.
Bellow, FLT70
0.27
0.166
3,600
374.4
31.
0.27
0.166
7,200
748.8
32.
0.27
0.166
1,800
187.2
33.
0.27
0.166
1,800
187.2
34.
Window Glass,FLT70
0.27
0.166
3,600
374.4
35.
0.27
0.166
1,800
187.2
36.
0.27
0.166
1,800
187.2
37.
0.27
0.166
1,800
187.2
38.
Poly V Belt,FLT70
0.27
0.166
1,800
187.2
39.
0.27
0.166
3,600
374.4
40.
SS Coil
0.27
0.166
2,40,000 24,960
Category A needs the most rigorous control, C requires minimum attention and B deserves less
attention than A but more than C.
A Class (High Value)
Drive assly - NBO - China (Agitator) - 2 pin drive
Drive assly - ECO Dlx - NBO - China (Impeller)
Wash timer - Eco Dlx (Ningbo) - With buzzer (S60)
Heater (WW)
Heater (Chandini)
WW Motor - Welling
Splash Motor
Motor - Jeamo
Heating Element, High/Mid End,FLT70
Heater Low end
Timer T2-EC6018-FLT
Water Distribution Actuator, FLT70
Bellow, FLT70
Thermostat Variable, Low End, FLT70
B Class (Moderate Value)
Universal Motor Assy, Mid & High End,FLT70
Bearing
- Ball
Motor
LowSealed
end - 6006
Bearing
- Ball
Sealed - 6205 - Swift
Window
Glass,FLT70
Wash
timer
- EcoFLT
Dlx (Ningbo) - Without buzzer (SI 60)
Drain
Pump,
Door Lock - High End
Door Lock, Low End, FLT70
Ball Bearing-Outer, FLT70
Ball Bearing-Inner, FLT70
Seal drive tube - Swift
Seal tub support - Swift
Pressostat, FLT70
Shock Absorber Assy, FLT70
On / Off Switch Low end (Push button switch)
SS Coil
Poly V Belt,FLT70
Percentage
18
45
14
35
20
Total
40
100
The above table shows the classification of various components as A, B & C classes using
ABC analysis techniques based on unit value. From the classification A classes are those whose
unit value is more than Rs.100 and constitutes 45% of total components. B classes are those
whose unit value is between Rs.25-100 constitutes 35% of total components and C classes are
those whose unit value is less than Rs.25 constitutes 30% of total components. It is good that the
company maintains its inventories based on its value using controlling techniques.
Chart 5.3.1 ABC Analysis
50
45
40
35
30
25
20
15
45
FAST MOVING 35
ITEMS
Bearing - Ball
Sealed - 6006
10
20
Percentage
17
43
23
57
Total
40
100
60
50
40
30
20
10
0
F
b = xy n x y
x2- nx 2
Table 5.5.1 CALCULATION OF INVENTORY TREND
YEAR
(x)
Inventories
(Rs.)
Y
2003
9,17,88,514
-2
2004
8,66,68,300
-1
-18,35,77,028
-8,66,68,300
2005
2006
20,37,85,550
17,58,61,213
0
1
0
1
0
17,58,61,213
2007
17,22,82,014
34,45,64,028
TOTAL()
73,03,85,591
10
25,01,79,913
X
X=x-2005
X2
XY
(Rs)
x = x/n = 0/5 = 0
y
b = xy n x y
x2- nx
= 14,60,77,118.2 + 2,50,17,991.3 x
The forecast of inventory for the year 2008 is computed by substituting x = 2008 in the above
equation.
=14,60,77,118.2 + 2,50,17,991.3 x
=14,60,77,118.2 + 2,50,17,991.3 (x-2005)
=14,60,77,118.2 + 2,50,17,991.3 (2008-2005)
=14,60,77,118.2 + 2,50,17,991.3 (3)
=14,60,77,118.2 + 7,50,53,973.9
=22,11,31,092.1
Therefore inventory for the year 2008 will be approximately Rs.22,11,31,100
Inventories
Percentage
2003
9,17,88,514
9.65
2004
8,66,68,300
9.15
2005
20,37,85,550
21.40
2006
17,58,61,213
18.50
2007
17,22,82,014
18.10
2008
22,11,31,100
23.20
TOTAL
95,15,16,691
100
25
20
15
10
5
0
2003
2004
2005
2006
2007
2008
Net sales
Avg. Inventory
Net Sales
(Rs.)
Avg. Inventory
(Rs.)
Ratio
Velocity
(in Days)
2003
2004
2005
12,30,05,134
16,06,43,669
11,73,30,581
8,42,09,371
8,92,28,407
14,52,26,925
1.46: 1
1.80: 1
0.80: 1
250
203
456
2006
2007
55,53,74,571
79,11,78,220
18,98,23,381
17,40,71,613
2.92: 1
4.5: 1
125
81
CHAPTER-VI
6.1 FINDINGS OF THE STUDY
It is found that, there is a variation in the EOQ & no. of unit purchased. It is understood
that the company is not following EOQ for purchasing the materials. So, the inventory
management is not satisfactory.
From calculation of safety stock, we can able to determine how much the company can
hold the inventory in reserve stock per annum.
From the classification A classes are those whose unit value is more than Rs.100 and
constitutes 45% of total components. B classes are those whose unit value is between
Rs.25-100 constitutes 35% of total components and C classes are those whose unit value
is less than Rs.25 constitutes 30% of total components. It is good that the company
maintains its inventories based on its value using controlling techniques.
From the classification F items are those which moves fastly and constitutes 43% of total
components. S items are those which moves slowly constitutes 57% of total components
and N items are those which doesnt move (Non-moving items). According to data given,
there is no Non-moving items. It is not good as the company maintains low percentage in
fast moving items in compared to Slow moving inventories based on movements using
controlling techniques.
From the calculation it shows, that the percentage of inventoried increases from 9.65 to
18.10 in the year 2003-2007. the inventory for the year 2008 is expected to be 23.20
which is again in the increasing trend. This indicates increasing efficiency of the
management.
The ratio is showing increasing trend from1.46 to 4.5 in the year 2003 to 2007, except in
the year 2005 which shows only 0.80 times. Whereas in the velocity of inventories shows
less in 2007 as compared to 2003 which is 81 days in 2007 and 250 days in 2003 except
in the year 2005 which is 456 days. This shows that the inventories are easily converted
into sales within the shortest period i.e. the company was able to sell Rs. 4.5 by investing
rupee one in the stock in 2007.
CHAPTER-VII
CONCLUSION
A better inventory management will surely be helpful in solving the problems the
company is facing with respect to inventory and will pave way for reducing the huge investment
or blocking of money in inventory. From the analysis we can conclude that the Company can
follow the Economic Order Quantity (EOQ) for optimum purchase and it can maintain safety
stock for its components in order to avoid stock-out conditions & help in continuous production
flow. This would reduce the cost and enhance the profit. Also there should be tight control
exercised on stock levels based on ABC analysis & maintain high percentage in fast moving
items in inventories as per on FSN analysis for efficient running of the inventory. Since the
inventory Turnover ratio shows the increasing trend, there will be more demand for the products
in the future periods. If they could properly implement and follow the norms and techniques of
inventory management, they can enhance the profit with minimum cost.
CHAPTER-VIII
8.1 LIMITATIONS OF THE STUDY
The study takes into account only the quantitative data and the qualitative aspects were not
taken into account.
The assumption made in the EOQ and Safety stock formulas restrict the use of the formula. In
practice, unit cost, lead time, requirements of inventory items are not accurately predictable.
Rate of consumption varies in many cases. As such application of the formula often becomes
a difficult and complicated matter.
ABC analysis is not one time exercise and items are to be reviewed and recategorised
periodically.
To give plan to the company what to order, when to order and how much to order.
BIBLIOGRAPHY
REFERENCES BOOKS
Martand Telsang Industrial Engineering & Production Management S Chand & Co.
B.M. Lall Nigam I.C. Jain Cost Accounting Prentice hall Of India Private Ltd.
S.P. Iyengar Cost & Management Accounting Sultan Chand & Sons.
WEB SITES
www.whirlpoolindia.com
www.inventorymanagementreview.org/2005/06/safety_stock
www.inventorymanagementreview.org/inventory_basics/index
www.inventorymanagementreview.org/justintime/index
www.inventorymanagementreview.org/inventory_control/index